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Design Thinking:
Processes and Mindsets
Bernard Roth
Rodney H. Adams Professor of Engineering
Academic Director d.school
b...
Analytical thinking
harnesses explicit
knowledge of logically
expressed thoughts.
Design thinking
harnesses tacit
knowledge rather than
the explicit knowledge of
logically expressed
thoughts.
Design Thinking Process
SHOW DON’T TELL
Communicate your vision in an impactful and
meaningful way by creating experiences, using
illustrative vis...
Additional Mindsets
• Courage to fail
• Nurture curiosity
Be disruptive!
“Our leader knows best.”
MINDSETS
human
centered
mindful
of
process
culture
of
prototyping
bias
toward
action
radical
collaboration
show
don’ t
tell
Understand & Observe
(Identify a need)
• Find a problem you are interested in working on.
(It doesn’t not have to be a pro...
DEFINE
Point of View (POV)
• A phrase describing a specific user (this is called
a noun phrase),
• A verb phrase specifyin...
Example of POV
Jane, a poor single mother, needs financial know-how so she
can use her money efficiently.
• The insight im...
Commit to satisfying the need
• Question your motivation
• Don’t expect financial or other rewards if
there is no need bei...
Radical Collaboration
(Entrepreneurial) Design
for
Extreme Affordability
• 11 years
• 405 Students
• 35 partners
• 21 Countries
• 100 projects
•...
Iconic Examples of
Re-framing
• d.light
• Embrace
d.light solar powered LED lighting 42
countries
Big Data for The Hive
58 MILLION
lives empowered $4.8 BILLION
saved in energy-related
expenses
15 MILLION
school-aged chil...
Image credit: Anne Geddes
Empathy: Point of View
… the means
to give their
dying
baby a chance
to survive
User
Need
Desperate
parents in a
remote vi...
Embrace
Over 300,000 babies
Exec Ed
Iconic Example
of Re-framing
GE Medical
Getting Unstuck by
Re-framing
If you are stuck,
odds are you are treating a wrong answer
as a right question.
FIND A
SPOUSE
I
I
I
I
I
NOTHING WORKS
WHAT WOULD IT DO
FOR ME?
GET COMPANIONSHIP
FIND A
SPOUSE
FIND A
SPOUSE
MEET
FRIENDS
ONLINE
TAKE
CLASSES
JOIN A
CLUB
0 O 0
GET A
PET
Rule #1:
There is no one reason for any human behavior.
Rule #2:
Often reasons are simply excuses.
• TRYING AND DOING
ARE TWO
DIFFERENT
STATES OF
ACTION
• THEY ARE NOT THE
SAME THING!
THANK YOU
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University
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The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University

Bernie Roth is a founder of Stanford's d.school and author of The Achievement Habit: how to stop wishing, start doing, and take command of life.

Bernie brings to the d.school a wealth of experience in teaching design, an intimate knowledge of the functioning of Stanford University, and a worldwide reputation as a researcher in kinematics and robotics. Together with Doug Wilde and the late Rolf Faste, Bernie developed the concept of a Creativity Workshop. This has been offered to students, faculty and professionals around the world. These same techniques have been made available to d.school students and are described in his book The Achievement Habit. He has found that these types of learning experiences enhance students’ ability to make meaningful positive difference in their own lives. He is especially pleased that his activities at the d.school have contributed to creating an environment where students and coworkers get the tools and values for realizing the enduring satisfactions that come from assisting others in the human community.

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The Hive Think Tank - Design Thinking by Bernie Roth, Professor at Stanford University

  1. 1. Design Thinking: Processes and Mindsets Bernard Roth Rodney H. Adams Professor of Engineering Academic Director d.school broth@stanford.edu
  2. 2. Analytical thinking harnesses explicit knowledge of logically expressed thoughts.
  3. 3. Design thinking harnesses tacit knowledge rather than the explicit knowledge of logically expressed thoughts.
  4. 4. Design Thinking Process
  5. 5. SHOW DON’T TELL Communicate your vision in an impactful and meaningful way by creating experiences, using illustrative visuals, and telling good stories. FOCUS ON HUMAN VALUES Empathy for the people you are designing for and feedback from these users is fundamental to good design. CRAFT CLARITY Produce a coherent vision out of messy problems. Frame it in a way to inspire others and to fuel ideation. EMBRACE EXPERIMENTATION Prototyping is not simply a way to validate your idea; it is an integral part of your innovation process. We build to think and learn. BE MINDFUL OF PROCESS Know where you are in the design process, what methods to use in that stage, and what your goals are. BIAS TOWARD ACTION Design thinking is a misnomer; it is more about doing than thinking. Bias toward doing and making over thinking and meeting. RADICAL COLLABORATION Bring together innovators with varied backgrounds and viewpoints. Enable breakthrough insights and solutions to emerge from the diversity. D.MINDSETS
  6. 6. Additional Mindsets • Courage to fail • Nurture curiosity Be disruptive!
  7. 7. “Our leader knows best.”
  8. 8. MINDSETS human centered mindful of process culture of prototyping bias toward action radical collaboration show don’ t tell
  9. 9. Understand & Observe (Identify a need) • Find a problem you are interested in working on. (It doesn’t not have to be a problem, it can be an opportunity.) • Learn everything you can about the need (problem). (Understand the context) • Get clear what the problem really is.
  10. 10. DEFINE Point of View (POV) • A phrase describing a specific user (this is called a noun phrase), • A verb phrase specifying a need • A phrase giving an insight specifying what (but not how) the solution needs to accomplish.
  11. 11. Example of POV Jane, a poor single mother, needs financial know-how so she can use her money efficiently. • The insight implied in this POV is that poor single moms lack enough financial know-how to use their money efficiently. • If this is not valid, even a large increase in her financial know-how might not produce more efficient use of limited funds. • So, it is important that the POV reflect a person’s actual need for the solution.
  12. 12. Commit to satisfying the need • Question your motivation • Don’t expect financial or other rewards if there is no need being satisfied • Trust your “gut”; follow “wants” not “shoulds.”
  13. 13. Radical Collaboration
  14. 14. (Entrepreneurial) Design for Extreme Affordability • 11 years • 405 Students • 35 partners • 21 Countries • 100 projects • 33 in Market
  15. 15. Iconic Examples of Re-framing • d.light • Embrace
  16. 16. d.light solar powered LED lighting 42 countries
  17. 17. Big Data for The Hive 58 MILLION lives empowered $4.8 BILLION saved in energy-related expenses 15 MILLION school-aged children reached with solar lighting 21 MILLION tons of CO2 offset 112 GWH generated from a renewable energy source 29 BILLION productive hours created for working & studying
  18. 18. Image credit: Anne Geddes
  19. 19. Empathy: Point of View … the means to give their dying baby a chance to survive User Need Desperate parents in a remote village, who cannot access a major hospital …
  20. 20. Embrace Over 300,000 babies
  21. 21. Exec Ed Iconic Example of Re-framing GE Medical
  22. 22. Getting Unstuck by Re-framing If you are stuck, odds are you are treating a wrong answer as a right question.
  23. 23. FIND A SPOUSE I I I I I NOTHING WORKS
  24. 24. WHAT WOULD IT DO FOR ME? GET COMPANIONSHIP FIND A SPOUSE
  25. 25. FIND A SPOUSE MEET FRIENDS ONLINE TAKE CLASSES JOIN A CLUB 0 O 0 GET A PET
  26. 26. Rule #1: There is no one reason for any human behavior. Rule #2: Often reasons are simply excuses.
  27. 27. • TRYING AND DOING ARE TWO DIFFERENT STATES OF ACTION • THEY ARE NOT THE SAME THING!
  28. 28. THANK YOU

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